Planning Overview

When the University of Colorado was founded 125 years ago on the western
frontier, few could have foretold the influential and complex university it would become. From one
building, two instructors, and 44 students, this fledgling campus evolved into a world-class research
university characterized by exceptional teaching and service for the 21st-century.

Such success stories rarely happen by accident. They happen most often when day-to-day decisions flow
from thoughtful planning and the wise investment of available resources. As a new century promises more
accelerated change, major universities like CU-Boulder will require great clarity of vision and strength
of will if they are to reach new levels of excellence.

CU-Boulder has committed to advancing an agenda that reflects its vision of the future and a clear
understanding of the campus's highest priorities. The Boulder campus is determined to create the most
robust and supportive learning environment possible for its students and faculty. In an era of finite
resources, CU-Boulder will make the hard choices necessary to reach its goals and fulfill its mission.

MISSION

By state statute, the mission of the University of Colorado Boulder is that:

"the Boulder campus of the University of Colorado shall be a comprehensive graduate research university
with high academic standards which offers a comprehensive array of undergraduate programs."

With its mission clearly defined, CU-Boulder strives to meet the ideals of the modern research
university. As described by the 1998 report of the Boyer Commission, research universities should be
"communities of learners" -- places where each learner thrives "in a campus environment that nurtures
exploration and creativity." Everyone in the campus community has a role to play in the learning
experience, from students to professors to staff members to administrators. CU-Boulder is committed
to identifying and investing the necessary resources as an exceptional "community of learners."

VISION

The vision of the Boulder campus is to lead in learning, research, teaching and service and to enhance
the quality of life for the people of Colorado.

VALUES

As a community of higher education, CU-Boulder holds these values in high regard: learning, freedom of
inquiry, excellence, contribution to society, search for truth, innovation/creativity and diversity.

STRATEGIC GOALS

CU-Boulder has adopted a set of strategies designed to help the campus fulfill its mission and reach the
next levels of excellence. These strategies reflect the campus's commitment to the Integrated Resource
Management Strategies (IRMS) system. Established across the four CU campuses, IRMS provides a
systematic means of aligning campus investments with strategic priorities.

The campus's strategic goals, as articulated within IRMS, include:

Enhance undergraduate learning and education of students

Promote excellence in research and graduate education

Nurture a diverse campus environment

Provide broad access to institutional resources and service to the citizens of Colorado

Lead in the use and study of technology

Provide outstanding support services

Build on existing excellence

These strategies are pervasive throughout the campus's planning and resource allocation processes and
central to its institutional goals and activities. Strategic plans and budget requests -- whether from
the departments, schools, colleges or divisions -- are consistent with the IRMS framework. Campus
reports on resource uses and performance indicators are provided in IRMS formats to the CU Board of
Regents.

RECENT ACHIEVEMENTS

CU-Boulder's level of achievement toward its strategic goals is remarkable. In the past few years, the
campus has made significant progress on multiple fronts, including:

Campus Leadership and Planning

The campus's administrative structure has been reorganized, with a new focus on priorities in
goal-setting and planning efforts. Core values have been clarified and critical processes have been
identified for reaching campus goals. Governance structures and communication have been improved,
resulting in greater cross-campus involvement in policy issues.

Academic Focus

The Boulder campus continues to enhance the quality of its academic programs. The quality of the
faculty has improved significantly; sponsored research has soared; and undergraduate education has been
reinvigorated through innovative approaches to teaching and learning. Recent examples of academic
enhancements include:

Addition of the eighth residential academic program (RAP)

Development of the Norlin Scholars and University Academic for students with highest levels of
academic achievement

Addition of Maymester to expand schedule flexibility

Expansion of the writing program

Changes to the core curriculum

Development of the Technology, Arts and Media certificate

Implemention of the Summer Undergraduate Research Experience

Development of an honor code

Rededication of student development theory across classroom and co-curricular activities

Expansion of Study Abroad opportunities for students

Enhancement of start-up packages to attract outstanding new faculty

Efforts to improve faculty salaries in relation to mean of AAU public institutions

Implementation of five-year bachelor-to-master degree program

Increased funding for graduate fellowships

Initiated matching-fund program to aid graduate students funded by research and training grants

Services to Students

CU-Boulder takes a holistic view of the student experience, starting from the first contact with
prospective students to their graduation and beyond. Student support services have been improved in
recent years, with a number of service innovations and increased integration of student development
concepts throughout the campus. Examples include:

Implementation of the PLUS system, allowing student access to important on-line information

Development of on-line registration, confirmed registration, and degree audit

Diversity

The Boulder campus expresses its deep commitment to increasing diversity on campus through a number
of important initiatives. Examples include:

Creation of a new position of Associate Vice Chancellor for Diversity and Equity

Consolidation of offices of affirmative action, diversity, and disability services under new
position

Enhanced resources for new area of Diversity and Equity

Increased funding for pre-collegiate program, adding 400 middle school students and enhancing high
school activities

Initiated outreach programs in two area public schools with high minority enrollment

Developed and implemented a new diversity plan

Expanded successful programs such as Multi-cultural Engineering Program and the Minority Arts and
Sciences Program

Invested in assistive technology and more accessible facilities

Technology

The Boulder campus has taken a leading role in the utilization of technology in teaching, learning,
research and, indeed, all the work of a major research university. A new position of Associate Vice
Chancellor for Academic and Campus Technology was created to help develop and implement an Information
Technology Strategic Plan. One of the most visible outcomes of campus IT efforts has been the Alliance
for Technology, Learning and Society (ATLAS), an interdisciplinary academic initiative in information
technology involving all colleges and schools.

In addition, programs have been established to assist faculty and students in the use and study of
technology. Examples include:

Purchase of new faculty computers every 3 years with technical support available in academic units

Established program to provide computers to students with demonstrated financial need

Partnership with City of Boulder and NCAR in a high-speed governmental and research network

NEXT ON THE HORIZON

Planning efforts in the coming year will focus on implementing specific tactics that will help further
the campus's strategic plans. In particular, added emphasis will be placed on academic planning and
on examining the fiscal health of the campus.

The heightened focus on academic planning will help build on existing excellence, such as the campus's
broad interdisciplinary strengths as well as many highly regarded departments. In addition, CU-Boulder
plans to identify and invest in academic programs that have the potential for outstanding quality. An
examination of the campus's fiscal health will lay the groundwork for a new economic model that focuses
on quality - rather than enrollment growth alone - to develop and manage the resources necessary for
success.

Through its planning efforts, the University of Colorado Boulder intends to build on traditions of
excellence started more than 125 years ago, but with aspirations of leadership for the 21st century.